Under Scientific Management such suggestions become more valuable, for, as has been shown, they are based upon standards; thus if accepted, they signify not only a real, but a permanent improvement. Their greatest value, however, is in the stimulus that they furnish to the worker, in the information that they furnish the management as to which workers are interested, and in the spirit of cooeperation that they foster. The worker receives not only a money-reward, but also publicity, for it is made known which worker has made a valuable suggestion. This indicates that the worker has shown good judgment. His interest is thus stimulated, his attention is held to his work, and the habit of initiative comes to him. That this habit of initiative can be fostered, is shown by the actual fact that in many sorts of work the same man constantly makes suggestions. It becomes a habit with him to look for the new way, and as he is constantly rewarded, the interest is not allowed to diminish. RECORDS OF GOOD BEHAVIOR.--Records of good behavior are incorporated in the White List File. The White List File contains the names of all men who have ever been employed who merit a recommendation, if they should go to work for others, and would deserve to be given work as soon as possible, if they came back. This White List File should be filled out with many details, but even if it contains nothing but a record of the names, and the addresses where the men can be reached when new work starts up, it has a stimulating effect upon the worker. He feels, again, the element of permanence; there is a place for individuality, and not only does the manager have the satisfaction of actually having this list, and of using it, but a feeling that his men know that he is in some way recognizing them, and endeavoring to make them and their good work permanent. RECORDS OF ACHIEVEMENT.--Records of achievement vary with the amount and nature of the work done. Such records are, as far as possible, marked upon programmes. RECORDS MADE BY WORKER WHERE POSSIBLE.--Wherever possible the worker makes his own records. Even when this is not advisable he is informed of his record at as short intervals as are practicable.[3] RECORDS MADE ON THE "EXCEPTION PRINCIPLE."--Much time is saved by separating records for the inspection of the man above, simply having him examine the exceptions to some desired condition,--the records which are exceptionally good, the records which are exceptionally bad. This not only serves as a reward to the man who has a good record, and a punishment for the man who has had a bad record, but it also enables the manager to discover at once what is wrong and where it is wrong, and to remedy it.